Why and why not? Factors influencing employment for individuals with Asperger syndrome

By Nesbitt, S., (2000), Autism, Vol. 4 (4), pp. 357-369.

The purpose of this study is to investigate the area of supported employment for individuals with Asperger syndrome using Prospects - The National Autistic Society’s Supported Employment Service. The study will focus on a comparison of employment factors that influence organizations currently employing an individual with Asperger syndrome with organizations who are not. Findings suggest that many of the items rated as important to both types of organization were related to areas that might typically be difficult for an individual with Asperger syndrome. Organisations using Prospects found items relating to support and information regarding Asperger syndrome to be significantly more important. Organisations not employing an individual with Asperger syndrome focused more on items related to the ability of the individual to behave in certain expected ways.

It is not surprising that few adults with Asperger syndrome have integrated job opportunities, considering the lack of awareness and understanding of the disorder.

In 1994 the National Autistic Society set up an innovative supported employment pilot scheme to address the needs of more able individuals with autism.

Findings suggested that support throughout the first few weeks is crucial. However, there remained a need for flexibility within support as several clients went through periods of change at work or had other problems which meant they had a temporary need of a boost in their support hours.

This study aims to investigate the organisational issues that may affect the level of success by comparing organizations that are currently employing an individual with Asperger syndrome with organizations that are not.

The fact that organizations not employing an individual with Asperger syndrome focused on the individual’s ability to work in an established way, implies that the emphasis falls on the individual to make it work. By contrast, the organizations using Prospects were more open to adapt to meet the needs of the individual. Organisations using Prospects rated the effectiveness of the employee to do the job as important, implying that organizations are willing to be supportive and adapt, but only if the individual is up to doing the job, which in most cases the Prospects clients have proved to be.